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  • North West and Central region

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Author: Elliot Griffiths

Job Title: Journalist

Company: Rail Technology Magazine

Published: May 19th 2023

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Network Rail announces Strategic Business Plan for the North West and Central region

Network Rail has revealed a monumental, multi-billion-pound business plan from 2024-2029, for the North West and Central region, with passengers and freight customer benefits being the focal of the strategy.

This regional Strategic Business Plan (SBP) covers the overall activities, outputs and costs that are involved with the day-to-day maintenance, infrastructure renewals and operations of a running a railway.

This landmark announcement represents a major milestone in the process that determines the funding allocated to Network Rail for the upcoming Control Period 7 (CP7), which runs until 2029.

Acting as the economic spine of the UK’s rail sector, the North West and Central region provides vital connecting links to the country’s main cities of London, Birmingham, Manchester, and Liverpool, also providing key connections to Scotland.

This strategy will see three devolved ‘routes’ – West Coast South, Central and North West – collectively working in tandem with the local train operators and partners, focusing on the needs of passengers whilst working further with the regional and national railway network to ensure both passengers and freight goods can get to their destinations.

In the North West and Central region the main priorities over CP7 will be:

  • An enhanced train performance with improve efficiency of operations, whilst being more cost-effective for the taxpayers. To ensure operations are smooth, major infrastructural investment will come to prevent delays that can be caused by adverse weather conditions, as shown by the historic heatwave last year.
  • The environmental focus will ensure the railway is sustainable whilst remaining the greenest form of public transport. This will be achieved through the introduction of electric fleet vehicles and the deployment of the latest carbon-saving tech across the network of offices and maintenance depots.
  • The growth that comes from expansion and enhancement to current infrastructure must come in a sustainable fashion, with plans involving investment into technologies and research projects that will facilitate the future introduction of other major projects into the network, including the likes of HS2 and the Transpennine Route Upgrade. Collectively, this will support the continued growth of the modal shift towards more prominent freight movement by rail, with a 7.5% growth target across the national network.

Tim Shoveller, Network Rail’s North West and Central region managing director, said:

“Running a safe, green, and efficient railway on the West Coast and Chiltern main lines along with the Midlands, North West and Cumbria is crucial to the country’s economic success which is why our plan for CP7 is ambitious, focussed on our passengers and customers and reflects the current complexities and challenges facing the industry.

“Yet it’s not only about running the railway we already have, but making sure it works in harmony with the construction of the new zero-carbon railway HS2 which continues at pace, and also East West Rail with services due to start running on Phase 2 by December 2024. This will no doubt be challenging, but when complete will transform Britain’s railway – and this funding from Government means the North West and Central region will continue to be a foundation stone of these new rail routes for the future.”

This strategic business plan will now be subject to a review from the Office of Rail and Road , analysing how it will measure up against the Government’s HLOS (high-level output specification) and SoFA (statement of funds available). A draft determination will then be published later this year, which will include targets, measures, and incentives it will hold Network Rail to deliver over CP7.

Want to know more about the opportunities to become a key supplier to the UK rail industry? Attend   TransCityRail  and access an exclusive marketplace of buyers from Network Rail, HS2, Train Operators, Major Contractors, and all other tiers of the supply chain. For more information and to secure your place   click here .   

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Network Rail: Passengers and freight at the heart of new £44bn, five-year plan for railway

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Network Rail has published its £44 billion, five-year plan (2024-29, Control Period 7 – CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making our ‘green’ railway, even greener.

In December the Department for Transport (DfT) published two key documents. One set out what it wanted our railway to deliver (High Level Output Statement – HLOS) and the other, how much funding it was making available (Statement of Funds Available – SoFA). Over the last two years, and more intensively over the past three months, Network Rail has been working on plans to deliver the best railway it can for the amount of money available – £44.1bn, which, after adjusting for changes in electricity costs, is £1.8bn more than CP6 (2019-2024).

Whilst funding for enhancements to our railway is no longer included in this funding settlement, the Government has already committed substantial investment – some £96bn – in the Integrated Rail Plan, with a substantial portion of these funds being delivered in projects during the course of CP7.

network rail publishes strategic business plan for 2024 29

Sitting below the national overview, are four more detailed, regional plans for England and Wales, and plans for our national functions. Scotland’s Railway continues to align CP7 plans with Scottish Ministers’ HLOS and SoFA, which was published in early February 2023. We aim to publish the final Scotland CP7 SBP in Summer 2023.

Network Rail explains plan for England and Wales:

Is focused on our customers:  by planning to deliver a more punctual and reliable railway than today and improving passenger and freight customer experience:

  • Recognising the need to improve performance over the remainder of CP6 and giving passengers and freight users the highest level of train performance possible in CP7 **
  • renewing lifts and escalators, improving lighting and passenger information systems to improve personal security and safety
  • more than doubling investment – to £1.6bn – in tackling climate change, and making our railway more resilient and sustainable. This includes investment in earthworks and drainage renewals, and improvements to our capability such as the creation of dedicated earthworks and drainage teams, operational weather expertise, climate change adaptation strategy investment and continued investment in the Weather Risk Taskforce
  • Our plans also include investment in the reduction of emissions and targeted net-zero initiatives, focussing on meeting Government objectives for biodiversity, air quality and waste.
  • focused on value for money by making every penny count and targeting efficiencies of £3.4bn over the period

Supports all who use the railway:  by continuing to put passenger, public and workforce safety at the heart of our plans;

  • investing £1.85bn in next-generation signalling that has the ability to improve reliability and train performance

Supports economic growth and connectivity:  our plans include investment in technology and research and development, and will facilitate the introduction of major projects such as Transpennine Route Upgrade, preparing for HS2 and other targeted investment across the country, along with:

  • supporting the continued growth of rail freight through an ambitious but realistic target of 7.5% growth across the network
  • laying the foundations for GBR that will be key to the railway becoming more efficient through reuniting track and train. A reformed railway will see this settlement go further by enabling a simpler, better railway for everyone.

Network Rail’s chief executive Andrew Haines said: “As we look to the next five years, the Government’s commitment to invest £44 billion in the operations, maintenance and renewal of England and Wales’s railway is a clear indication of the strong economic value rail brings to Britain.

“Our plan for CP7 is ambitious, focussed on our passengers and customers and reflects the current complexities and challenges facing the industry. There will no doubt be obstacles ahead and I look forward to working collaboratively with the sector to deliver this plan, reshape the industry and build a railway that is fit for the future.”

The Office of Rail and Road (ORR) will now review this initial strategic business plan and review how it measures up against the Government’s HLOS and SoFA and publish its draft determination on this plan later this year including targets, measures and incentives it will hold Network Rail to deliver over CP7.

Summaries of the national, and each region’s and function’s CP7 strategic business plan can be downloaded  here .

Photo credit: Network Rail

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Network Rail publish £44 billion five-year plan

Posted: 19 May 2023 | Elliot Robinson (Editorial Assistant - Global Railway Review) | No comments yet

Network Rail’s five-year plan for the railway in England and Wales sees increased investment in tackling climate change and improving train performances.

sleeper layting whit

Credit: Network Rail

Network Rail has published its £44 billion, five-year plan (2024-29, Control Period 7 – CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making the railway even greener.

In December 2022, the Department for Transport (DfT) published two key documents. One set out what it wanted the railway to deliver (High Level Output Statement – HLOS) and the other, how much funding it was making available (Statement of Funds Available – SoFA). Over the last two years, and more intensively over the past three months, Network Rail has been working on plans to deliver the best railway it can for the amount of money available – £44.1 billion, which, after adjusting for changes in electricity costs, is £1.8 billion more than CP6 (2019-2024).

Whilst funding for enhancements to the railway is no longer included in this funding settlement, the Government has already committed substantial investment – some £96 billion – in the Integrated Rail Plan, with a substantial portion of these funds being delivered in projects during the course of CP7.

Sitting below the national overview, are four more detailed, regional plans for England and Wales, and plans for national functions. Scotland’s Railway continues to align CP7 plans with Scottish Ministers’ HLOS and SoFA, which was published in early February 2023. 

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By planning to deliver a more punctual and reliable railway and improving passenger and freight customer experience, the plan for England and Wales focuses on customers:

  • Recognising the need to improve performance over the remainder of CP6 and giving passengers and freight users the highest level of train performance possible in CP7
  • Renewing lifts and escalators, improving lighting and passenger information systems to improve personal security and safety
  • More than doubling investment – to £1.6bn – in tackling climate change, and making the railway more resilient and sustainable. This includes investment in earthworks and drainage renewals, and improvements to capability such as the creation of dedicated earthworks and drainage teams, operational weather expertise, climate change adaptation strategy investment and continued investment in the Weather Risk Taskforce
  • The plans also include investment in the reduction of emissions and targeted net-zero initiatives, focussing on meeting Government objectives for biodiversity, air quality and waste
  • Focused on value for money by making every penny count and targeting efficiencies of £3.4bn over the period.

Supports all who use the railway:

  • Investing in technology and innovation such as installing equipment on trains which monitors infrastructure condition remotely without needlessly sending employees onto the track
  • Investing £1.85bn in next-generation signalling that has the ability to improve reliability and train performance.

Supports economic growth and connectivity: the plans include investment in technology and research and development, and will facilitate the introduction of major projects such as Transpennine Route Upgrade, preparing for HS2 and other targeted investment across the country, along with:

  • Supporting the continued growth of rail freight through an ambitious but realistic target of 7.5% growth across the network
  • Laying the foundations for GBR that will be key to the railway becoming more efficient through reuniting track and train. A reformed railway will see this settlement go further by enabling a simpler, better railway for everyone.

 “As we look to the next five years, the Government’s commitment to invest £44 billion in the operations, maintenance and renewal of England and Wales’s railway is a clear indication of the strong economic value rail brings to Britain,” Andrew Haines, Chief Executive for Network Rail , said. “Our plan for CP7 is ambitious, focussed on our passengers and customers and reflects the current complexities and challenges facing the industry. There will no doubt be obstacles ahead and I look forward to working collaboratively with the sector to deliver this plan, reshape the industry and build a railway that is fit for the future.”

Network Rail’s funding is made available from governments over five-year periods, known as control periods, with control period 7 (CP7) starting on 1 April 2024 and running until 2029. The Office of Rail and Road (ORR) will now review this initial strategic business plan and review how it measures up against the Government’s HLOS and SoFA and publish its draft determination on this plan later this year including targets, measures and incentives it will hold Network Rail to deliver over CP7.

Related topics

Cargo, Freight & Heavy-Haul , Funding & Finance , Infrastructure Developments , Passenger Experience/Satisfaction , Regulation & Legislation , Route Development , Station Developments , Sustainability/Decarbonisation

Related organisations

Department for Transport (DfT) , Network Rail , Scotland's Railway

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Network Rail publishes £44bn five-year plan

22 May 2023 • 3 MIN 52 SEC READ

Network Rail publishes £44bn five-year plan

Network Rail has published its £44 billion, five-year plan (2024-29, Control Period 7 – CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making our ‘green’ railway, even greener.

In December the Department for Transport (DfT) published two key documents. One set out what it wanted our railway to deliver (High Level Output Statement – HLOS) and the other, how much funding it was making available (Statement of Funds Available – SoFA). Over the last two years, and more intensively over the past three months, Network Rail has been working on plans to deliver the best railway it can for the amount of money available – £44.1bn, which, after adjusting for changes in electricity costs, is £1.8bn more than CP6 (2019-2024).

Whilst funding for enhancements to our railway is no longer included in this funding settlement, the Government has already committed substantial investment – some £96bn – in the Integrated Rail Plan, with a substantial portion of these funds being delivered in projects during the course of CP7.

Sitting below the national overview, are four more detailed, regional plans for England and Wales, and plans for our national functions. Scotland’s Railway continues to align CP7 plans with Scottish Ministers’ HLOS and SoFA, which was published in early February 2023. We aim to publish the final Scotland CP7 SBP in Summer 2023.

Network Rail explains plan for England and Wales:

Is focused on our customers:  by planning to deliver a more punctual and reliable railway than today and improving passenger and freight customer experience:

  • Recognising the need to improve performance over the remainder of CP6 and giving passengers and freight users the highest level of train performance possible in CP7 **
  • renewing lifts and escalators, improving lighting and passenger information systems to improve personal security and safety
  • more than doubling investment – to £1.6bn – in tackling climate change, and making our railway more resilient and sustainable. This includes investment in earthworks and drainage renewals, and improvements to our capability such as the creation of dedicated earthworks and drainage teams, operational weather expertise, climate change adaptation strategy investment and continued investment in the Weather Risk Taskforce
  • Our plans also include investment in the reduction of emissions and targeted net-zero initiatives, focussing on meeting Government objectives for biodiversity, air quality and waste.
  • focused on value for money by making every penny count and targeting efficiencies of £3.4bn over the period

Supports all who use the railway:  by continuing to put passenger, public and workforce safety at the heart of our plans;

  • investing £1.85bn in next-generation signalling that has the ability to improve reliability and train performance

Supports economic growth and connectivity:  our plans include investment in technology and research and development, and will facilitate the introduction of major projects such as Transpennine Route Upgrade, preparing for HS2 and other targeted investment across the country, along with:

  • supporting the continued growth of rail freight through an ambitious but realistic target of 7.5% growth across the network
  • laying the foundations for GBR that will be key to the railway becoming more efficient through reuniting track and train. A reformed railway will see this settlement go further by enabling a simpler, better railway for everyone.

Network Rail’s chief executive Andrew Haines said: “As we look to the next five years, the Government’s commitment to invest £44 billion in the operations, maintenance and renewal of England and Wales’s railway is a clear indication of the strong economic value rail brings to Britain.

“Our plan for CP7 is ambitious, focussed on our passengers and customers and reflects the current complexities and challenges facing the industry. There will no doubt be obstacles ahead and I look forward to working collaboratively with the sector to deliver this plan, reshape the industry and build a railway that is fit for the future.”

The Office of Rail and Road (ORR) will now review this initial strategic business plan and review how it measures up against the Government’s HLOS and SoFA and publish its draft determination on this plan later this year including targets, measures and incentives it will hold Network Rail to deliver over CP7.

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Our Delivery Plan for 2019-2024

Putting passengers first.

Network Rail is changing. We know that train performance hasn’t been good enough. Passengers want and deserve a reliable railway and that’s why our promise is to put passengers first .

To do that, we’ve changed the way we’re structured. We now have five Network Rail regions , split into 14 routes . This means decision making is much more localised, and those with a better understanding of what our passengers want have more power to deliver those changes.

We’re also instilling a strong customer service mindset where all our people feel empowered to put the needs of passengers and freight users first. This renewed focus on the people we serve is at the heart of our plans for Control Period 6 (CP6).

Our Delivery Plan

In CP6, we’re becoming a company that is on the side of passengers and freight users; that is easy to engage with and is an efficient and dependable partner; a company people are proud to work for; instinctively recognised as an industry leader. 

When we published our Delivery Plan for CP6 we committed to updating our plans to reflect how the new organisational structure will help us deliver for passengers.  

Our Delivery Plan for CP6 covers the period from 1 April 2019 to 31 March 2024. As part of this Delivery Plan, each of the region strategic plans have evolved from those published in February 2018. The original Strategic Business Plan documents can be found below. 

Our targets for CP6

See how we’re doing against our targets at the end of the fourth year of CP6. 

Download our plans 

You can download all our plans as individual PDFs. Plans are available for each of our regions as well as key central functions. 

CP6 delivery plan updates

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Rail infrastructure: Network Rail publishes its plan for developing the railway in CP7 (2024-29)

Post contributor:Lydia Cullimore, Burges Salmon

  •   infrastructure
  •   transport

On 19 May 2023, Network Rail published its Strategic Business Plan (SBP) for England and Wales for the period from 1 April 2024 to 31 March 2029, known as Control Period 7 (CP7). The publication of the SBP is the next step in the Periodic Review process led by the Office of Rail and Road (ORR) which establishes Network Rail's funding and outputs for CP7.

The SBP responds to the objectives set by the Secretary of State for Transport in December 2022 in the High Level Output Specification (HLOS) within the funding envelope specified in the Statement of Funds Available (SoFA) of circa. £44bn. The Government's objectives include: meeting customer needs; delivering financial sustainability; contributing to long term economic growth; improving levelling up and connectivity; and delivering environmental sustainability.

The SBP focuses on the operation, maintenance and renewal of the railway in England and Wales in CP7. It does not cover infrastructure enhancement projects which are dealt with separately (for example, the £96bn Integrated Rail Plan announced in November 2021 - see our previous post for further details). A separate business plan will be published by Network Rail soon in relation to infrastructure in Scotland.

Context: challenges and changes

  • Rail reform:  This is a period of change for the rail industry as the Government seeks to implement reform in line with the Williams-Shapps Plan for Rail  by establishing Great British Railways (GBR) which will own the railway infrastructure and let and manage most passenger rail contracts. The SBP sets out Network Rail's expectation that it will transition into GBR during CP7 and GBR will inherit the funding and output obligations determined as part of this Periodic Review.
  • Financial context:  It is acknowledged that the current economic environment is challenging - the sector is still recovering from the impact of the pandemic, there is significant inflation risk and the network comprises ageing infrastructure with a growing number of assets reaching 'end of life'. Further, in the HLOS, the Secretary of State highlighted the importance of Network Rail supporting the financial sustainability of the railway by delivering greater cost efficiencies.
  • Climate change and extreme weather: More frequent extreme weather events have been experienced across the network. Investment is needed to ensure that railway infrastructure is as resilient as possible to significant rainfall, high winds, erosion and rising sea levels in order to support a safe railway.

Key points in the SBP

  • ensuring that Network Rail's policies and governance support a strong safety culture;
  • improving passenger safety by reducing the risk of accidents (in particular, continuing the work of the Weather Risk Task force and ongoing Carmont Action Plan, improving the resilience of the network to extreme weather and climate change, enhancing boundary fencing to reduce trespass and animal incursions and improving personal safety and security at stations);
  • improving public safety by targeting level crossing closures and improvements, working to reduce suicide risk and helping to educate the public on the risks associated with the railway; and
  • ensuring the safety and well-being of Network Rail's workforce by (amongst other things) using technology to reduce the amount of time staff are on the network (e.g. using remote condition monitoring, drone technology) and updating its workforce health and wellbeing strategy.
  • Train Service Delivery:  The SBP acknowledges that current train performance is not as good as it should be. In CP7 Network Rail's objectives are to give passengers the highest levels of train performance possible, to improve planning of train services and maintenance access to minimise disruption and minimise asset service affecting failures. However, Network Rail's analysis shows that providing a reliable and punctual train service is likely to get more difficult in CP7 as there are more challenges and uncertainty and Network Rail is expecting a decrease in asset reliability. To mitigate the impact of this, Network Rail has identified a number of initiatives and plans to work closely with train operators.
  • Freight: Network Rail is developing, in collaboration with GBRTT and the freight sector, a 30 year freight strategy which has informed its plans for CP7. Its plans support a freight growth target of 7.5% and include investing in the network to facilitate longer and heavier freight services, rolling out the European Train Control System (ETCS) freight cab fitment and protecting freight train service performance.
  • Customers and communities:  The SBP includes initiatives to ensure the railway is accessible and inclusive - for example, the renewal of lifts and escalators and the installation of tactile edges on platforms.
  • Efficiency targets:  Network Rail has set efficiency targets of 15% for capital expenditure and 10% for operating expenditure in CP7, which amount to £3.4bn.  
  • Approach to asset investment:  To achieve the HLOS objectives within the funding available, Network Rail has prioritised investment on areas of the network which generate higher revenue, whilst seeking to provide an appropriate level of service to areas where revenue is typically lower. This is a more market-led and whole industry approach to planning than the traditional asset condition focussed approach that has been historically adopted.  
  • Long term impact:  The SBP notes that the level of renewals activity in CP7 will have cost implications in the future, with increased renewals funding being required in CP8 and CP9.
  • People strategy: Network Rail will focus on transformation to become a high performing service-led organisation with an engaged and skilled workfor ce.
  • Use of technology: Network Rail intends to invest £148m in research, development and innovation and £811m in progressing ETCS.
  • Working with the supply chain:  Network Rail will also work closely with its supply chain to increase visibility of its pipeline of work, enabling suppliers to invest in staff and training.
  • Investment: Network Rail will invest approximately £1.6bn on weather resilience and sustainability initiatives in CP7.
  • Environmental sustainability: In line with its Environmental Sustainability Strategy , Network Rail will seek to reduce carbon emissions (primarily by transitioning its road fleet to EVs), improve air quality, ensure non-traction electricity comes from renewable sources, improve biodiversity and minimise waste etc. 
  • Weather resilience and climate change adaptation: Network Rail will identify risks and develop strategies and investment plans to minimise the impact of climate change. This includes improving Network Rail's internal capability and operational processes via dedicated earthworks and drainage teams, operational weather expertise, climate change adaptation strategy investment and continued investment in the Weather Risk Task Force.

What happens next?

The ORR will now review the SBP and issue its draft determination, followed by its final determination (expected in June and October 2023 respectively). Following the issue of the final determination, the implementation phase will commence with Network Rail producing its delivery plan for CP7.

If you have any queries in relation to the Periodic Review, please do not hesitate to get in touch with a member of our Rail Team.

The Government’s £44bn commitment to funding the operation, maintenance and renewals of rail infrastructure over the next five years is a significant vote of confidence in the industry’s future – but our funding will need to go further than ever before.

network rail publishes strategic business plan for 2024 29

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Network Rail publishes five-year Strategic Business Plan for England & Wales

By Rail Business UK 2023-05-22T15:14:00+01:00

Network Rail engineering works

UK: Network Rail has published its Strategic Business Plan setting out how it intends to spend £44bn on operating, maintaining and renewing the rail network in England and Wales during Control Period 7, which runs for five years from April 1 2024.

The SBP published on May 19 follows on from the Department for Transport’s publication in December of its High Level Output Statement setting out what the government wants the railway to deliver in CP7, and the Statement of Funds Available.

Capital projects to enhance the network are funded separately on a case-by-case basis and no longer form part of Network Rail’s five-year settlement.

Industry regulator the Office of Rail & Road will now review the initial SBP against the government’s HLOS and SoFA, and publish its draft determination later in the year including targets, measures and incentives it will hold Network Rail to deliver.

Scotland is treated separately. Scottish ministers’ HLOS and SoFA was published in early February, and NR aims to publish its SBP for Scotland this summer.

Strategic Business Plan

NR said the plan for England and Wales includes:

  • recognition of the need to improve performance over the remainder of CP6 and give passengers and freight users the highest level of train performance possible in CP7;
  • renewal of lifts and escalators, improving lighting and passenger information systems to improve personal security and safety;
  • more than doubling to £1·6bn the investment in tackling climate change and making the network more resilient and sustainable. This includes investment in earthworks and drainage renewals, the creation of dedicated earthworks and drainage teams, operational weather expertise, climate change adaptation strategy investment and continued investment in the Weather Risk Taskforce;
  • investment in the reduction of emissions, targeted Net Zero initiatives, and meeting government objectives for biodiversity, air quality and waste;
  • targeting efficiencies of £3·4bn — the plan notes ‘with the impact of inflation and constrained public finances, our funding will need to go further than ever before’;
  • investing in technology including on-train infrastructure condition monitoring to reduce the need for people on the track;
  • investing £1·85bn in next-generation signalling;
  • an ‘ambitious but realistic’ target of 7·5% growth in rail freight;
  • laying the foundations for the creation of Great British Railways .

‘Our plan for CP7 is ambitious, focussed on our passengers and customers and reflects the current complexities and challenges facing the industry’, said CEO Andrew Haines. ‘There will no doubt be obstacles ahead and I look forward to working collaboratively with the sector to deliver this plan, reshape the industry and build a railway that is fit for the future.’

The Railway Industry Association said the Strategic Business Plan can help businesses plan ahead and deliver work as efficiently as possible, but called for earlier publication of future plans as this one had been published later than usual in the five-year funding cycle. This ‘may make it more challenging for companies to make the full preparations they would normally be able to make’.

Network Rail CP7 Strategic Business Plan for England and Wales

  • Infrastructure
  • Network Rail

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Network Rail's strategic business plan

Content archived on 02 March 2024

Information relating to Network Rail's strategic business plan (SBP) for 2014-19.

On 8 January 2013, Network Rail published its strategic business plan (SBP) and supporting documentation, which is the company's main submission to us for PR13. The SBP sets out how Network Rail proposes to deliver the outputs sought by the Scottish Ministers and the Secretary of State in their high-level output specifications (HLOSs) published in June and July 2012 respectively, and how much Network Rail considers this would cost.

The SBP is a critical document for PR13, which we will be reviewing thoroughly ahead of producing our PR13 draft determination in June 2013. This will set out our proposed conclusions on what Network Rail must deliver in the period 2014-19 and how much funding it should receive.

Whilst not a formal consultation, we sought stakeholders views on the SBP to help inform our analysis. We also held a stakeholder workshop at which Network Rail presented its SBP and we chaired a discussion.

Workshop slides and note

  • ORR's introductory slides
  • Network Rail's workshop slide
  • Note of the main comments raised at the workshop 

Main themes arising from the comments on the SBP

We received over 170 submissions and comments on the SBP. We are grateful to those who responded. We have published the non-confidential responses we received from organisations below. We also received a significant number of responses from individuals and MPs. Whilst we have considered these, we have not published them below. Given the breadth of some of the responses and specific suggestions made, we have also made all non-confidential responses available to Network Rail.

Whilst we are not going to comment on the individual responses provided to us, we note some key themes that arose from them:

  • Enhancements: Understandably, a large number of stakeholders supported improvements to the railway – particularly those that would improve journey experience and boost the economy in their local area. This included both those schemes proposed in the SBP and other improvements and projects that had not been included. There was widespread support for electrification and suggestions of other routes where electrification would be beneficial.
  • Performance: stakeholders wanted better and more consistent performance from the railway, across all routes and services. There were concerns that Network Rail had not been ambitious enough in looking to deliver improvements on some routes.
  • Network availability: The need for a more joined up approach to planned engineering work was emphasised, which minimises disruption to passengers and freight services and keeps the railway open for more of the time.
  • Funds: There was substantial support for the various 'funding pots' – such as for small scale improvements to stations and services, and demands for transparent governance arrangements to be put in place for the allocation of these.
  • Provision of depot facilities: many stakeholders were concerned that insufficient consideration has been given to the need for depot facilities to support the larger train fleets required to deliver the increase in capacity required in CP5.

We are currently in the process of producing our draft determination. We will then publish this on 12 June 2013, and seek stakeholders' views on this. Following this, we review stakeholders' views before publishing our final determination on 31 October 2013.

Responses from stakeholder organisations on the SBP

  • Association of Transport Co-ordinating Officers (ATCO)
  • Barking – Gospel Oak Line User Group
  • Better Trains for Chepstow
  • Birmingham Airport
  • Birmingham City Council
  • Borough Council of King's Lynn & West Norfolk
  • Bradford Council
  • Braintree District Council
  • Bristol Airport
  • Broadland District Council
  • Calderdale Council
  • Cambridge Heath and London Fields Rail Users Group
  • Campaign for Rail
  • Capital Rail Action Group (CRAG)
  • Chelmsford City Council
  • Chelmsford Commuters and Rail Travellers
  • Chiltern Railways
  • Chingford Line Users' Association
  • City of Edinburgh Council
  • Civil Engineering contractors Association (CECA)
  • The Cockburn Association
  • Colchester Borough Council
  • Cheshire and Warrington Local Transport Body (CWLTB)
  • Derbyshire County Council
  • East Midlands Councils
  • East Midlands Trains
  • Edenbridge & District Rail Travellers' Association
  • Enfield Council
  • East Sussex Rail Alliance (ESRA)
  • Essex Chambers of Commerce first response
  • Essex Chambers of Commerce second response
  • Essex County Council
  • Fenland District Council
  • First Great Western
  • First/Keolis Transpennine Limited
  • FoFNL (Friends of the Far North Line)
  • Forest Heath District Council and St Edmundsbury Borough Council
  • Great Manchester Chamber of Commerce
  • Great Yarmouth Borough Council
  • Greater Anglia
  • Harborough Rail Users
  • Havering Borough Council
  • Heathrow Airport
  • Hertfordshire County Council
  • Hitchin Rail User Group
  • The Highland and Islands Transport Partnership (Hitrans)
  • London Assembly Transport Committee
  • London Borough of Hackney
  • London Borough of Newham Council
  • London Borough of Redbridge
  • London Overground
  • London TravelWatch
  • Luton Borough Council
  • Manningtree Rail Users Association (MRUA)
  • Merseytravel
  • Mid Anglia Rail Passengers Association (MARPA)
  • National Union of Rail Maritime & Transport Workers (RMT)
  • Norfolk County Council
  • North London Strategic Alliance
  • North London Transport Partnership
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  • Nottingham County Council
  • ONTRACK Rail Users Association
  • Oxford-Bicester Rail Action Group
  • Plymouth City Council
  • Public Transport Consortium (PTC)
  • Rail Freight Group
  • Rochdale Metropolitan Borough Council
  • Scottish Association for Public Transport
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  • South Yorkshire Integrated Transport Authority (SYITA)
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network rail publishes strategic business plan for 2024 29

  • Rail passenger experience

Work to deliver Midlands Rail Hub set to begin with £123 million

Millions of people will benefit from more frequent rail services from central Birmingham and upgraded stations across the Midlands.

network rail publishes strategic business plan for 2024 29

  • design work on £1.75 billion Midlands Rail Hub project set to begin
  • rail hub set to benefit millions of people with improved journey times and more frequent rail services
  • investment demonstrates Network North commitment to deliver the Midlands Rail Hub with reallocated HS2 funding to benefit more people, in more places, more quickly
  • comes as Midlands set to benefit from £2.2 billion through Local Transport Fund to improve local transport connections

Work on the Midlands Rail Hub is set to begin after ministers provided an initial £123 million funding injection.

The transformational upgrade project is part of the government’s plan to improve transport across the region and beyond, boosting the capacity and frequency of rail services for passengers while upgrading stations across the Midlands.

More than 50 stations – covering 7 million people across the region – will benefit from the plans, made possible by reallocated HS2 funding. The first phase of the Midlands Rail Hub will mean an additional train every hour in both directions between central Birmingham and locations including:

This first wave of funding will enable design work to begin on creating space for extra services. This includes preparing detailed designs for the infrastructure improvements required, finalising operating plans for the new services, while continuing to move the rest of the programme forward.

The investment comes as part of the government’s Network North transport plan , which committed £1.75 billion to deliver the Midlands Rail Hub in full.

Transport Secretary, Mark Harper, said:

The Midlands Rail Hub will bring huge benefits to passengers in the region and beyond, so it’s great to be in Birmingham with Mayor Andy Street to kick start this important project. Today’s announcement is part of the government’s plan to invest in transport projects with reallocated HS2 funding, helping to grow the economy and better connect communities across the Midlands.

More London to Birmingham services will be extended from Moor Street to Snow Hill station meaning the Chiltern line will also serve Birmingham’s Snow Hill business district.

In addition, Kings Norton station will be made more accessible, while platforms at Snow Hill, Moor Street, and Kings Norton stations will be upgraded. Passengers will also have greater access to HS2 services via Curzon Street station, meaning easier travel across the country.

When delivered in full, the hub will see services on most routes increase by between 50% and 100%. Birmingham’s Cross-City line will be given a ‘turn-up-and-go’ service with a train every 10 minutes.

The number of trains between Birmingham and Leicester will be doubled from 2 to 4 per hour, while additional trains are planned between Birmingham and Nottingham, and the new Birmingham to Worcester trains extended to Hereford.

Andy Street, Mayor of West Midlands and chair of the West Midlands Rail Executive ( WMRE ), said:

The Midlands Rail Hub will deliver a revolution in public transport for our region opening up more capacity on the routes in and out of central Birmingham which will allow us to run more services to more places both locally and nationally. Midlands Rail Hub will also provide an opportunity for us to open more new stations and lines across our network as well as deliver faster journey times into central Birmingham from the new Camp Hill line stations that are currently under construction at Moseley Village, Kings Heath and Pineapple Road. This investment will not only better connect communities to convenient and rapid public transport services but also attract further investment into our region, delivering jobs, growth and greater prosperity. It’s important not to forget that this new funding comes on top of the billions of pounds worth of transport investment we have already secured for the West Midlands. That funding is really significant and will help turbo-charge our plans to improve public transport across the region, connecting local people to education, training, health and leisure services as well as job opportunities.

Maria Machancoses, Chief Executive of Midlands Connect, said: 

This announcement marks a major milestone in this transformational, nationally significant project. The Midlands Rail Hub programme is the result of years of collaboration and determination by cross-party leaders from all corners of the Midlands. Today’s £123 million announcement is a clear sign of government’s trust in our partnership – getting us closer to finally delivering much need east-west connectivity across the region. We will continue to work with government to progress the plans and ensure, as set out in Network North, Midlands Rail Hub is delivered in full, extending the benefits to towns and cities like Hereford, Nottingham, Derby and Leicester.

The Midlands Rail Hub announcement comes as the British Business Bank launched its £400 million Midlands Engine Investment Fund II today (29 February 2024), unlocking additional funding to help smaller businesses in the Midlands prosper and thrive. 

The fund will drive sustainable economic growth by supporting new and growing businesses across the whole of the Midlands, increasing the access and diversity of early-stage finance for smaller businesses in the region. It includes a range of finance options with loans from £25,000 to £2 million and equity investments up to £5 million to help small and medium-sized businesses start up, scale up, or stay ahead.

The Midlands Rail Hub announcement also comes shortly after the government announced the Midlands will receive £2.2 billion from April 2025 to improve local transport connections in areas outside the city regions. The investment will give local authorities long-term certainty to invest in transport improvements such as building new roads and installing or expanding mass transit systems.

Over the 7 years as a whole, this funding will be on average at least 9 times more than these local authorities currently receive through the local integrated transport block, which is the current mechanism for funding local transport improvements in their areas.

Subject to future decisions, this first phase of the Rail Hub could be completed by the early 2030s.

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network rail publishes strategic business plan for 2024 29

ORR approves Network Rail's business plan for 2024-2029

The UK's Office of Rail and Road (ORR) has approved infrastructure operator Network Rail's five-year strategic business plan worth €49.4 billion (GB£43.1 billion). The Control Period 7 (CP7) plan, covering 2024 to 2029, includes €44.1 billion for England and Wales and €5.3 billion for Scotland. Compared to CP6, 9% higher expenditure is budgeted for operations, 7% more for maintenance, 11% higher costs for industry, and 62% higher costs for traction power. Costs will fall by 14% for support and by 7% for renewal.

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NETWORK RAIL PUBLISHES THE STRATEGIC BUSINESS PLAN - A FIVE YEAR VISION FOR BRITAIN'S RAILWAY: Thameslink - entrance to the new Blackfriars station

Thursday 1 Nov 2007

NETWORK RAIL PUBLISHES THE STRATEGIC BUSINESS PLAN - A FIVE YEAR VISION FOR BRITAIN'S RAILWAY

Network Rail today issued the Strategic Business Plan which outlines its spending proposals for the five-year period from 2009 to 2014. The document forms part of the company's ongoing discussions with the Office of Rail Regulation about its funding requirements for the period. The plan details what the company and its industry partners believe is required to grow and expand the railway to respond to the increasing demand for rail travel from both passengers and freight users. Highlights of the five year plan include:

  • More than doubling current spending levels on rail expansion schemes - £9.6bn ('09 to '14) compared to £4.3bn ('04 to '09)
  • A proposal to provide over 100,000 extra seats every day in around 1,700 extra carriages
  • Continuing to improve the punctuality of all train services to over 92% by 2014
  • Making the railway more efficient - over the 10 years to 2014 the costs of running the railway will be almost halved
  • £11.4bn investment over the period on renewing track, signals, structures and stations
  • £10.4bn spend on maintenance and day-to-day operating costs

Iain Coucher, Chief Executive, said: "More and more people are using our railways. We, and the industry as a whole, recognise that this success brings new and exciting challenges. "Growth and expansion is where we will focus our efforts in the years ahead and today's plan highlights a raft of small, medium and large expansion schemes that will provide passengers and freight users with a bigger, better railway that delivers more trains, more seats, more often. "Delivering a safe, punctual and reliable railway each and every day will always stay at the core of our business." George Muir, Director General of the Association of Train Operating Companies, added: "A better railway able to carry more people in comfort is urgently required. Passengers want it and if we can get people out of their cars it will be good for the environment. This plan shows how we will do it. It is a good plan and we will work together to develop it further before it is finalised next April." Today's plan forms part of the ongoing review by the Office of Rail Regulation (ORR) of Network Rail's prospective spending budget for the period from 2009 to 2014. This is an iterative and continuing process that will not be concluded until this time next year. The plan looks forward to Network Rail's next five-year funding period and is built on the firm foundation achieved by the rail industry over the past five years:

  • Nearly 90% of trains now run on time on a daily basis (only 78% ran on time in 2002)
  • The number of late or cancelled trains has been halved compared to five years ago
  • Over £1bn has been cut from the cost of running the rail network
  • Rail is now the safest form of transport, pushing air travel into second place
  • More people are using trains than at any time since 1946 (1.147bn passenger journeys, 130m more journeys than in France)
  • The UK has Europe's fastest growing railway - nearly 45% passenger and 50% freight growth since 1996

Details from the Strategic Business Plan Costs: An important part of the plan is Network Rail's continued drive to reduce costs and make the railways more efficient.

  • In the 10 years to 2014 Network Rail plans to reduce the costs of running the network by nearly a half
  • During the period ('09 to '14) the cost of running the network will have been cut by £800m a year compared to today

Expansion schemes: The plan includes all of the of the key rail projects that have already been announced and attracted funding from the Department for Transport. There are also many other potential smaller schemes that aim to increase capacity by, for example, lengthening platforms and trains. These schemes have been identified through careful analysis and discussion with train operators and third parties. Key projects

  • The Thameslink upgrade programme £2,589m
  • Reading station area redevelopment £455m
  • King's Cross remodelling £153m
  • Birmingham New Street station development £134m

Other schemes

  • A special fund for small improvement schemes £234m
  • National stations improvement scheme £156m

Scotland schemes: Working with and funded by Transport Scotland, Network Rail has also identified expansion schemes to benefit passengers and freight users in Scotland, including:

  • Glasgow airport link £170m
  • Airdrie to Bathgate - new railway project £145m

Freight Schemes: There are a number of specific freight schemes aimed at making rail more competitive and removing thousands of lorry journeys per year off roads:

  • Peterborough to Nuneaton gauge enhancement £70m
  • Southampton to the West Coast 'big-box' scheme £33m
  • Cross London gauge and capacity improvements £7m

A greener railway: Rail is already a green form of travel but making rail travel more attractive, accessible and affordable. It will make a significant contribution to meeting society's growing environmental challenge. Included in the strategic business plan are a host of specific initiatives that Network Rail can take forward to boost rail's green credentials, including:

  • A move to use renewable energy sources to power electric trains
  • Introducing light-weight trains that are track- and environmentally-friendly
  • Recovering, recycling or reusing at least 80% of waste generated at offices, stations and depots
  • A target to reduce the company's carbon footprint by 20% during 2009-14

Iain Coucher concluded: "Our vision is one shared by our industry partners. It is to deliver a railway where passengers have a safe, reliable, comfortable and environmentally-friendly train service. A railway where passengers can travel when they want to, through stations that are modern, clean and secure with accurate information. All at a price that they and the country can afford. "We want to provide a railway that people want to use. This industry plan can do just that, meeting Government priorities as well as the needs of passengers and freight users. "The money that we invest now will reap huge benefits and will make rail the travel option of choice. Rarely before has the country had such a great opportunity to improve rail services for the benefit of our industry partners, users of the railway, taxpayers and the economy as a whole."

Notes to editors

Contact information.

Passengers / community members Network Rail national helpline 03457 11 41 41

Latest travel advice Please visit National Rail Enquiries

Journalists Network Rail press office - National 020 3356 8700 [email protected]

About Network Rail

We own, operate and develop Britain's railway infrastructure; that's 20,000 miles of track , 30,000 bridges, tunnels and viaducts and the thousands of signals , level crossings and stations. We run 20 of the UK's largest stations  while all the others, over 2,500, are run by the country's train operating companies .

Usually, there are almost five million journeys made in the UK and over 600 freight trains run on the network. People depend on Britain's railway for their daily commute, to visit friends and loved ones and to get them home safe every day. Our role is to deliver  a safe and reliable railway , so we carefully manage and deliver thousands of projects every year that form part of the  multi-billion pound Railway Upgrade Plan , to grow and expand the nation's railway network to respond to the tremendous growth and demand the railway has experienced - a doubling of passenger journeys over the past 20 years.

Follow us on Twitter: @networkrail Visit our online newsroom: www.networkrailmediacentre.co.uk

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Detroit Transit Police: Chief of People Mover Transit Police Closing Date: March 13, 2024

February 28, 2024

Work on Michigan's only automated light rail system operating on an elevated track located and connecting Detroit’s Business District. The Detroit People Mover has 13 stations, placing riders steps away from sporting and entertainment venues, restaurants, lodging, landmarks, and more!

Summary 

Under the general direction of the General Manager, the Chief of People Mover Transit Police is responsible for the daily operations of the hybrid police unit comprised of MCOLES licensed officers and PA 330 officers. Further, the Chief of People Mover Transit Police is responsible for the development, management, and administration of systems necessary to safeguard Detroit Transportation Corporation and Detroit People Mover's assets and ensure the safety of the riding public.

Duties and responsibilities

  • Plans, manages, and coordinates the organization’s security programs and personnel, assuring the safety and protection of customers from criminal activity while riding the Detroit People Mover (DPM)
  • Plans, assigns, and directs activities of Department programs and personnel through direct and delegated supervision, ensuring that established policies, procedures, and programs are developed and implemented
  • Schedules shift assignments, vacations, and training activities for personnel in assigned unit
  • Reviews, develops, and implements policy and procedures, as necessary, to improve department efficiency and effectiveness; Explains and interprets Departmental rules and regulations
  • Serves as the DPM’s official liaison with local State and Federal law enforcement agencies
  • Coordinates the surveillance and patrol of the DPM facilities, guideway, trains, parking lots, and other properties and develops surveillance strategies to safeguard the public, DTC material, and equipment
  • Coordinates and conducts internal/external criminal and non-criminal investigations that impact safeguarding the DPM
  • Interacts and coordinates with various departments and external vendors to ascertain needs and subsequent use of security systems and devices throughout the DPM system
  • Ensures completion of quarterly and annual reports
  • Responsible for ensuring full compliance with approved transit security plans as well as preparing annual updates and required modifications to the plan
  • Assists in developing contract specifications for security products and services and ensures security contractor's compliance with contracts and agreements
  • Conducts security/safety presentations to employees, community organizations, and educational institutions relative to security objectives for the DPM
  • Attends various community functions, developing rapport with various community leaders and the general public as appropriate to facilitate a positive image of the Department and its programs
  • Develops short and long-range strategic plans and procedures relative to the security program
  • Develops annual budgets and work plans consistent with DTC's goals and objectives
  • Monitors the department’s expenditures and ensures development, maintenance, and submission of proper accounting records 
  • Performs investigations under varying circumstances and conditions and ensures that all professional standards and policies are followed
  • Conducts or directs the conduct of internal affairs investigations regarding possible officer misconduct
  • Communicates with co-workers, management, and others in a courteous and professional manner 
  • Conforms with and abides by all regulations, policies, work procedures, and instructions
  • Conforms with all safety rules and wears/uses all appropriate safety equipment
  • Responsible for the overall direction, coordination, and evaluation of the Department 
  • Adheres to and fosters/coaches peers and subordinates on matters relating to the department’s Mission and Guiding Principles
  • Appraises performance, rewards, and disciplines Department personnel
  • Supervises department personnel in accordance with the organization's policies and applicable laws
  • Coaches and mentors departmental staff, encouraging professional development 
  • Participates in the recruitment, testing, selection, background investigation and interviewing of staff
  • Oversees the training of current departmental staff and new hires 
  • Actively solicits feedback from colleagues and supervisor on opportunities for growth and development
  • Prepares, analyzes, and reviews reports, documents, and statistics
  • Incorporates safety into all aspects of job functions
  • Must work within established methods, practices, procedures, and policies of the DTC, DPM, and federal or state laws
  • Creates a safe and inclusive working environment for all team members
  • Collaborates and effectively works with all members of the team
  • Practices open communication and resolves conflicts in a professional manner
  • Performs other duties as assigned

Education, Experience and Qualifications

  • Bachelor's degree in Criminal Justice, Law Enforcement, or a related field
  • 10 years of experience in law enforcement 
  • 6 years of experience in police administration at a command leadership level
  • Licensed as a Police Officer (or possess the necessary qualifications to be licensed) and successfully completed mandatory in-service training requirements
  • Combination of education and experience may substitute for minimum requirements
  • Master’s degree in Criminal Justice or related field
  • 8 years of command-level leadership experience
  • Administrative Officers Management Program (AOMP), FBI National Academy, or other equivalent executive leadership programs

Compensation 

Starting salary $100,163

Comprehensive Benefit Package

  • Excellent medical and dental 
  • Employer-paid Vision and life insurance
  • Defined Benefit Pension (5 years vesting)
  • 457(b) Plan Option 
  • 13 paid holidays
  • Paid sick time
  • Paid vacation time
  • Paid parental leave
  • Employee assistance program

Email a cover letter and resume to [email protected] 

Questions may be directed to HR Director, Leeya Sutter, at [email protected]

Opening Date: 02/27/2024 Closing Date: 03/13/2024

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Huawei and Global Sustainability Stakeholders Discuss How to Thrive with Green ICT

[Barcelona, Spain, February 29, 2024] Huawei held the Green Development Summit, themed "Thrive with Green ICT", during MWC Barcelona 2024. At the summit, guests from the International Telecommunication Union (ITU), MTN Group, International Union for Conservation of Nature (IUCN), UN Educational, Scientific and Cultural Organization (UNESCO), Kenya's ICT Authority, and Indonesia's Bandung Institute of Technology discussed how digital technology can be used to promote green development and enable an inclusive and sustainable digital world.

Jeffrey Zhou spoke

Jeffrey Zhou delivering a keynote speech

Jeffrey Zhou, President of ICT Marketing at Huawei, noted in his speech that digital technology has become a key enabler for global sustainable development. He stressed that Huawei would continually work on technological innovation alongside global partners to enhance digital inclusion, promote thriving digital talent ecosystems, and help enable an inclusive and sustainable digital world.

Bilel Jamoussi, Deputy Director of ITU's Telecommunication Standardization Bureau (TSB) and Chief of TSB's Study Groups Department, introduced the Green Digital Action (GDA). He said, "The promotion and implementation of international standards is a key enabler for ensuring both wide network adoption and sustainable development. ITU and more than 40 partners, including Huawei, launched the GDA last year. This aims to enhance collaboration, fast-track industry-wide commitments to addressing climate challenges, and put digital solutions at the forefront of climate action."

At MWC Barcelona 2019, Huawei launched TECH4ALL, a long-term digital inclusion initiative and action plan. Over the past five years, Huawei has worked with global partners to develop innovative applications supported by digital technology. This has brought long-term positive changes to remote areas, the underprivileged, and environmental protection efforts.

At the summit, Ms. Susanne Pedersen, Director of IUCN's Science & Data Center, said, "IUCN maintains a suite of global standards for measuring the state of biodiversity and conservation for the global common good. Technological advances within remote sensing, AI, machine learning and E-DNA can potentially help conservation agencies realize faster and more reliable access to data, and analyze data in a more efficient way to support more effective conservation."

Dr. Miao Fengchun, Chief of UNESCO'S Unit for Technology and AI in Education, provided an update on the progress of the Technology-enabled Open Schools for All project, stating, "UNESCO's human-centred principles for governing digital education include using digital technology to enhance human competencies, ensure digital inclusion, address digital gender inequality, and regulate negative impacts on human well-being."

Friedrich Huebler, Head of the UNESCO-UNEVOC International Centre for Technical and Vocational Education and Training, and Soledad Patiño, Coordinator of the UNESCO Global Skills Academy, both delivered speeches at the event. They pointed out that skills development is crucial for achieving SDGs 4 and 8 and fostering inclusive and sustainable economies. Digital technology can improve skill acquisition, empowering individuals and communities to thrive. Private sector engagement is also key for shaping a brighter, more equitable future for all.

academy plaque

Six institutions receiving the Huawei ICT Academy plaque

At the summit, six European universities and colleges, namely the DTI Academy, Yalova University, Learneo-academie, Fondazione Cultura&Innovazione, Politecnico di Bari, and University of Alicante, received the Huawei ICT Academy plaque. These institutions will work with Huawei to facilitate digital talent cultivation in Europe.

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China Unicom and Huawei Win the GSMA GLOMO Award for 5G Live Streaming Service

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Zain KSA and Huawei Sign New Strategic Collaboration on 5.5G

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Huawei Green Antenna Series Wins GSMA GLOMO Award for 'Best Mobile Network Infrastructure'

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IMAGES

  1. Network Rail EWML Strategic Statement

    network rail publishes strategic business plan for 2024 29

  2. Network Rail Unveils Ambitious £47bn Plan to Improve Britain’s Railway

    network rail publishes strategic business plan for 2024 29

  3. Network Rail publishes 2014-19 Strategic Business Plan

    network rail publishes strategic business plan for 2024 29

  4. The CNIL publishes its 2022-2024 strategic plan

    network rail publishes strategic business plan for 2024 29

  5. Rail strategy 2020-2040

    network rail publishes strategic business plan for 2024 29

  6. ORR Annual Assessment: Network Rail making a good start to five-year

    network rail publishes strategic business plan for 2024 29

COMMENTS

  1. Network Rail publishes Strategic Business Plan for 2024-29

    BRITAIN's infrastructure manager Network Rail (NR) has published its initial Strategic Business Plan (SBP) for the next regulatory Control Period 7 (CP7) running from April 1 2024 to March 31 2029, setting out how it plans to spend £44bn on operating and maintaining the network in England and Wales. NR aims to publish this summer a separate ...

  2. PDF CP7 Strategic Business Plan

    We have developed an ambitious Strategic Business Plan (SBP) for CP7 that responds to the objectives set by the Secretary of State in his High Level Output Specification. Our SBP also supports the delivery of the Government's five long term strategic objectives for rail and lays the foundations for the creation of Great British Railways (GBR).

  3. Passengers and freight at the heart of new £44bn, five-year plan for

    National. Network Rail today published its £44bn, five-year plan (2024-29, Control Period 7 - CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making our 'green ...

  4. Network Rail announces Strategic Business Plan for the North West and

    Network Rail has revealed a monumental, multi-billion-pound business plan from 2024-2029, for the North West and Central region, with passengers and freight customer benefits being the focal of the strategy.. This regional Strategic Business Plan (SBP) covers the overall activities, outputs and costs that are involved with the day-to-day maintenance, infrastructure renewals and operations of a ...

  5. Network Rail: Passengers and freight at the heart of new £44bn, five

    Network Rail has published its £44 billion, five-year plan (2024-29, Control Period 7 - CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making our 'green' railway, even greener.

  6. Five-year investment plan for 'Backbone of Britain' railway revealed

    The regional Strategic Business Plan (SBP) covers the projected activities, outputs and cost of operating, maintaining and renewing its railway infrastructure between 2024 and 2029. The publication is a major milestone in the ongoing process to determine Network Rail's funding requirements for the five years to 2029, which are known as ...

  7. Network Rail publishes Strategic Business Plan for 2024-2029

    UK infrastructure operator Network Rail has published its initial Strategic Business Plan for the next regulatory Control Period 7 (CP7) running from 1 st April 2024 to 31 st March 2029. The plan defines how Network Rail is planning to spend €50.6 billion (GB£44 billion) on operating and maintaining the network in England and Wales.

  8. Network Rail publishes £4·2bn CP7 Strategic Business Plan for Scotland

    UK: Network Rail Scotland has published its £4·2bn Strategic Business Plan for Control Period 7, covering the five years from April 1 2024. The document is NR's response to the Scottish government's High Level Output Statement, which detailed what it wants Scotland's Railway to deliver in 2024-29 and the Statement of Funds Available for operations, maintenance and renewals; these were ...

  9. Network Rail publish £44 billion five-year plan

    Credit: Network Rail. Network Rail has published its £44 billion, five-year plan (2024-29, Control Period 7 - CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making ...

  10. Network Rail publishes £44bn five-year plan

    Network Rail has published its £44 billion, five-year plan (2024-29, Control Period 7 - CP7) for the railway in England and Wales that sees increased investment in tackling climate change, improving train performance from current levels, investing in things that matter most to passengers and freight users, and making our 'green' railway, even greener.

  11. ORR approves Network Rail's £43.1bn five-year plan

    Britain's Office of Rail and Road has set out its final determination of Network Rail's £43.1bn five-year plan, known as Control Period 7 (CP7). ... The plan covers the five years from April 1 2024, known as Control Period 7 (CP7). ... Network Rail publishes Strategic Business Plan for 2024-29. May 22, 2023 ...

  12. Network Rail announces £4.2bn five-year plan for Scottish network

    NETWORK Rail (NR) Scotland has published its £4.2bn, five-year spending plan for Control Period 7 (CP7) between 2024 and 2029, which includes major investment in infrastructure renewals as well as efforts to tackle climate change, make better use of technology, improve train performance and grow passenger and freight traffics.. NR has produced the plan in response to the High-Level Output ...

  13. Our Delivery Plan for 2019-2024

    When we published our Delivery Plan for CP6 we committed to updating our plans to reflect how the new organisational structure will help us deliver for passengers. Our Delivery Plan for CP6 covers the period from 1 April 2019 to 31 March 2024. As part of this Delivery Plan, each of the region strategic plans have evolved from those published in ...

  14. Network Rail says infrastructure will get less reliable

    The government has committed £44.1bn for the 2024-29 period of the strategic business plan, an increase of £3bn on the previous five-year period. ... The plan, published on Friday, said there ...

  15. Regulator confirms Network Rail's £43.1bn 2024-29 funding plans

    Tuesday 31 Oct 2023. Regulator confirms Network Rail's £43.1bn 2024-29 funding plans Region & Route: National. After more than two years of industry and stakeholder engagement and analysis, the Office of Road and Rail (ORR), the independent regulator that oversees Network Rail's activity, today announced its final determination.

  16. Rail infrastructure: Network Rail publishes its plan for developing the

    On 19 May 2023, Network Rail published its Strategic Business Plan (SBP) for England and Wales for the period from 1 April 2024 to 31 March 2029, known as Control Period 7 (CP7). The publication of the SBP is the next step in the Periodic Review process led by the Office of Rail and Road (ORR) which establishes Network Rail's funding and outputs for CP7.

  17. Network Rail publishes five-year Strategic Business Plan for England

    UK: Network Rail has published its Strategic Business Plan setting out how it intends to spend £44bn on operating, maintaining and renewing the rail network in England and Wales during Control Period 7, which runs for five years from April 1 2024. The SBP published on May 19 follows on from the Department for Transport's publication in December of its High Level Output Statement setting out ...

  18. Rail infrastructure: Network Rail publishes its plan for developing the

    On 19 May 2023, Network Rail published its Strategic Business Plan (SBP) for England and Wales for the period from 1 April 2024 to 31 March 2029, known as Control Period 7 (CP7). The publication ...

  19. Strategic Business Plan 2024-29

    Our goal for the next five years. Our overarching goal is that by 2030, every rail employee will be using an RSSB tool or service every day. Our 2024-29 Strategic Business Plan sets out the three main ways we will achieve this goal.

  20. Network Rail's strategic business plan

    On 8 January 2013, Network Rail published its strategic business plan (SBP) and supporting documentation, which is the company's main submission to us for PR13. The SBP sets out how Network Rail proposes to deliver the outputs sought by the Scottish Ministers and the Secretary of State in their high-level output specifications (HLOSs) published in June and July 2012 respectively, and how much ...

  21. Work to deliver Midlands Rail Hub set to begin with £123 million

    The investment comes as part of the government's Network North transport plan, which committed £1.75 billion to deliver the Midlands Rail Hub in full. Transport Secretary, Mark Harper, said:

  22. ORR approves Network Rail's business plan for 2024-2029

    The UK's Office of Rail and Road (ORR) has approved infrastructure operator Network Rail's five-year strategic business plan worth €49.4 billion (GB£43.1 billion). The Control Period 7 (CP7) plan, covering 2024 to 2029, includes €44.1 billion for England and Wales and €5.3 billion for Scotland.

  23. PDF Michigan Department of Transportation Rail Strategic Plan

    Rail Strategic Plan - FY2024-2028 2023 PA119, Section 707 February 29, 2024 Sec. 707. (1) Before March 1, 2024, the department shall provide to the legislature, the state budget office, and the house and senate fiscal agencies its rail strategic plan. The strategic plan must include, but is not limited to, a rolling

  24. Network Rail Publishes the Strategic Business Plan

    Highlights of the five year plan include: More than doubling current spending levels on rail expansion schemes - £9.6bn ('09 to '14) compared to £4.3bn ('04 to '09) A proposal to provide over 100,000 extra seats every day in around 1,700 extra carriages. Continuing to improve the punctuality of all train services to over 92% by 2014.

  25. Biden Offers $9.8 Billion to Bolster Public Transit Agencies

    President Joe Biden's administration will provide $9.8 billion in federal funds to public transit agencies, the latest effort to highlight investments in US infrastructure as he seeks reelection ...

  26. Detroit Transit Police: Chief of People Mover Transit Police Closing

    Work on Michigan's only automated light rail system operating on an elevated track located and connecting Detroit's Business District. The Detroit People Mover has 13 stations, placing riders steps away from sporting and entertainment venues, restaurants, lodging, landmarks, and more! ... City of Caro: Police Officer Closing Date: July 29 ...

  27. Huawei and Global Sustainability Stakeholders Discuss How to Thrive

    [Barcelona, Spain, February 29, 2024] Huawei held the Green Development Summit, themed "Thrive with Green ICT", during MWC Barcelona 2024. At the summit, guests from the International Telecommunication Union (ITU), MTN Group, International Union for Conservation of Nature (IUCN), UN Educational, Scientific and Cultural Organization (UNESCO), Kenya's ICT Authority, and Indonesia's Bandung ...